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首页> 外文期刊>Industry week >'Zero means zero. Nothing from our manufacturing process goes to the landfill.'
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'Zero means zero. Nothing from our manufacturing process goes to the landfill.'

机译：“零意味着零。从我们的制造过程中，什么都没有运往垃圾填埋场。”

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flavor of zero is all the more noteworthy in that SIA management didn't change the goalposts to meet the goal. "We didn't redefine 'zero'," she says. "Zero means zero. Nothing from our manufacturing process goes to the landfill." With great claims come great responsibility, and precisely because these aggressive zero-waste claims leave SIA open to criticism, Coogan says the company is adamant in taking pains to ensure that all is as it should be in its waste stream. "We audit our partners ourselves personally, to make sure they are doing what they say they're doing with our product," she says. "We wouldn't want to find this stuff out in a field somewhere." And what is "this stuff" of which she speaks? The term "recyclable material" at SIA is a long list (see sidebar, "Sub-aru's Reverse Supply Chain"). According to Coogan, the company couldn't have achieved such large numbers from such a multifaceted recycling program without a lot of helping hands-from both its employee and supplier base. For instance, setting stretch goals has spurred innovative responses from the shop floor on up in initiatives devised by sharp-thinking employees. "Our stamping associates were looking to meet their targets, and discovered that every roll of steel that we blanked out had 3' 9" left, when we needed 4 feet to stamp out a hood," Coogan notes. "So our associates worked with our supplier and specified a more exact amount, and we found that by changing this little thing, we saved 102 pounds of steel for every car that we build."
机译：SIA管理层并未更改目标标杆以实现目标，因此更值得注意的是零。她说：“我们没有重新定义'零'。” “零意味着零。从我们的制造过程中，什么都没有运往垃圾填埋场。” Coogan说，拥有大量索赔将承担重大责任，并且正因为这些激进的零废物索赔使SIA受到批评，所以该公司坚持不懈地努力确保一切都在其废物流中。她说：“我们亲自对合作伙伴进行自我审核，以确保他们按照我们所说的去做。 “我们不想在某个地方的某地找到这些东西。”她所说的“这些东西”是什么？ SIA中的“可回收材料”一词很长（请参见侧栏，“亚鲁的反向供应链”）。根据Coogan的说法，如果没有很多员工和供应商的帮助，该公司就不可能从如此多方面的回收计划中取得如此巨大的成就。例如，制定有力的目标已经激发了车间的创新反应，这些想法是由思维敏锐的员工制定的计划提出的。 Coogan指出：“当我们冲压的同事正在努力实现他们的目标时，发现当我们需要4英尺来冲压出引擎盖时，我们每砍掉一卷钢就剩下3'9“。”我们的供应商并指定了更准确的数量，我们发现通过改变这一小东西，我们制造的每辆汽车都节省了102磅的钢材。”

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    《Industry week》 |2008年第7期|p.3840|共2页
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